Vitesse Systems is a leading supplier of thermal management and antenna solutions used in radar, electronic warfare and data transmission applications. Headquartered in Newark, California, Vitesse operates five facilities located in California, Colorado, Maryland, Massachusetts, and Nevada. All Vitesse facilities are ITAR Registered and DFARS compliant, serving a broad range of Aerospace and Defense customers.

Significant contributor in achieving all financial metrics while improving customer satisfaction.Increased on-time performance by 7% through standardized work processes and root cause analysis. Optimized long range strategic plan for operations and supply chain that is on track to deliver millions in cost reductions and process improvements.Achieved $10.9M in cost savings by leading sector through a lean transformation.Transformed the supply chain function from business unit silos to a strategic procurement function and improved skill set with professional negotiation training through Karrass International.Implemented a spend analytics tool resulting in improvements in supplier payment terms and savings.Delivered net working capital training and plan that improved cash flow by 12% or $32.5M

Strategically lead and position the organizational capabilities and synergies within Production, Supply Chain, Quality, EHS, Manufacturing Engineering and Continuous Improvement across the four sites that comprise the Cobham Integrated Electronic Solutions Business Unit. Leading and directing the functions in cooperation with other directorates to ensure operational preparedness and responsiveness to new markets, new capabilities and products, as well as expansion of current business base to assist in accomplishing overall business goals. All while exemplifying consistent leadership behaviors reflecting the SPIRIT values of the company. Generated $3.2M in cost reductions through effective and strategic stakeholder engagement practicesImplemented a continuous improvement function across four business areas with bottom line improvements.Reduced past due revenue of the business unit by 75% or $15M – the lowest level in three years.Improved on-time delivery performance across eight production facilities by 25% in 18 months.Received CEO Award for operational improvements in IES business unit.

Spearheaded the development and implementation of KPI’s and performance management in five facilities leading to significant operational efficiencies.Reduced past due revenue from $2.5M to $0.5M in four months at one production facility.Developed new methods to improve the S&OP planning processes.

Workstream leader for site divestiture with no delays in day one execution with no impact on budget.Managed project team on key milestones for a site closure of an $80M in revenue business with a $55M project budget. Delivered on-time closure and a year net benefit of $9.7M

Full operational leadership for $120M in annual revenue, 265 employees, $30M in material spend and an operating budget of $15+M.Improved overall process effectiveness from 99.7% to 107.3%Reduced past due order backlog by over $5M in four months through the creation of quick response teams.

Developed a technology roadmap to support the growth strategy and new technologies.Led and facilitated the successful AS9100 registration audits in two facilities.Completed competencies assessment of 32 engineers and aligned skills with business needs.

Plans, organizes and directs the assembly and test of manufacturing operations for a large department. Ensures that the cost, schedule and quality requirements for Production Programs and other assembly and test work performed under the cognizance of Operations are achieved.Manages the production and test of products to all applicable specifications and requirements. Directs the production and test of manufacturing including manufacturing engineering and material/production control. Obtains trained personnel and required supervisors necessary for the fabrication, assembly, test, engineering and material/production control of Production Programs within time estimates, schedule requirements and cost allowances. Ensures that an acceptable product is delivered to the customer.Develops strategies and plans with subordinates to achieve current production and test requirements and to meet emerging requirements. Obtains approvals for and implements these plans. Initiates plan changes where warranted.Develops and ensures the implementation of plans designed to achieve production schedules. Measures the achieved impact of plans and develops required corrective action plans. Reprioritizes resources and reassigns personnel as needed in order to meet contract requirements to optimize resource applicability and ensure satisfied customers.Establishes and oversees production expense budgets so that overhead rate objectives are achieved. Controls indirect labor, indirect labor by direct labor and overhead accounts (supplies, maintenance, training) within planned levels compatible with the planned or actual assembly and test direct labor to ensure that profit goals are achieved and a competitive cost structure is maintained.

Directly supervised the quality assurance, quality control and continuous improvement efforts in the North Branch plant. Accepted and excelled in the role as Division SOX Coordinator with the responsibility of three facilities, training and leadership for 30 auditors as well as monthly updates for the site, division and corporate leaderships

Prepared and instigated quality plans, objectives, and the establishment of goals across the functions of the company. Conducted lean manufacturing training and mentoring for all supervisors, started pilot transformation in the repair center and completed SMED implementation on the wave solder production line.

Championed internal audits, gap analysis activities and trained and mentored quality staff including quality engineers and inspectors. Oversaw and facilitated the Six Sigma steering committee, project charter approval and rapid continuous improvement efforts.

Established and maintained critical relationships with the supply base, internal key stake holders and the procurement department. Developed and implemented robust root cause and corrective action tool throughout all levels of the supply base. Provided and helped implement design and process changes to improve procured parts to reduce cost and improve acceptance rate.